Professional Documents
Culture Documents
Pharmaceutical
Care:
A Vision
and Framework
Written by
Deborah Paone
Richard Levy
Richard Bringewatt
National National
Chronic Care Pharmaceutical
Consortium Council
2 The National Chronic Care Consortium and The National Pharmaceutical Council
The National Chronic Care Consortium
(NCCC) and the National
Pharmaceutical Council (NPC)
jointly developed this vision and
framework for integrated
pharmaceutical care.
Multiple medications are often prescribed and managed separately and are not
coordinated across disease states or care settings. Additionally, the financial
incentives of service sites and providers often are not aligned with the objective of
using pharmaceuticals to manage overall treatment outcomes and costs. This
fragmentation of care increases the potential for suboptimal prescribing, drug
interactions and adverse effects, duplicate prescriptions, and noncompliance with
treatment regimens. In light of these problems—and since pharmaceuticals are the
central element in the treatment of chronic care patients—it is important to consider
an approach to pharmacotherapy that is focused on the totality of care.
In keeping with this model, selection of pharmaceuticals and treatment plans are
tailored to the needs of individual patients and based on overall treatment outcomes
and cost. Selection criteria also include the medication’s ability to improve the
performance of daily activities, slow the progression of disability and dependence,
and facilitate compliance. Selection also recognizes ethnic and cultural differences
among patients, especially attitudes and beliefs about medications that may make
the difference between successful and unsuccessful treatment. Since this model of
pharmaceutical care is responsive to the prevailing characteristics of chronic disease,
it should result in improved clinical outcomes, quality of life, and patient
satisfaction. Additionally, the inherent efficiencies of this approach may be especially
attractive to provider organizations that assume overall risk for a defined population
group.
4 The National Chronic Care Consortium and The National Pharmaceutical Council
Introduction
The National Chronic Care Consortium (NCCC) and the National Pharmaceutical
Council (NPC) jointly developed this vision and framework for integrated
pharmaceutical care. This vision and framework are based on the belief that the full
value of pharmaceutical care in the treatment of chronically ill patients is best
achieved in a truly integrated setting. The concepts in this paper derive from the
commitment of both organizations to an integrated, population-based, and holistic
approach to healthcare. The cost efficiencies and potential for improved care inherent
in an integrated approach will become important as payers increasingly demand that
provider organizations deliver quality care while assuming overall risk for
populations.
The term “disease management” has been applied to many activities that represent
important advances beyond episodic and uncoordinated care. But a disease-by-
disease approach may neglect interactions between diseases and often does not
address the potential for overall health management offered by a population-based
approach. Health management involves prevention, diagnosis of undetected disease,
and minimization of disease risk. It requires the alignment of economic incentives
and a sharing of the financial risks among all providers and service sectors in the
system (Gevirtz et al.,1999).
The NCCC defines people with serious and persistent chronic conditions as those
who “…possess one or more biological or physical conditions where the natural
evolution of the condition(s) can significantly impact a person’s overall quality of
life, including an irreversible inability to perform basic physical and social functions”
(Bringewatt, 1995). These individuals represent the highest-cost, fastest-growing
segment of the population served by healthcare organizations. Unfortunately, the
current cure-oriented healthcare system is not designed to serve these patients.
Current administration and financing programs perpetuate a fragmented,
institution-based approach. Chronic care patients have sustained needs but are
served by “…a system of care that is in fragile equilibrium. Even slight perturbations
in their support system can have direct consequences and also secondary or
compensatory effects” (Soumerai et al., 1994). A more population-based, integrated
approach is required to provide needed stability and optimal care for these patients.
Since pharmaceuticals are a key treatment strategy for most chronic care patients,
this paper discusses the need for and the value and characteristics of a system where
pharmaceuticals are fully integrated into overall patient care.
6 The National Chronic Care Consortium and The National Pharmaceutical Council
Pharmaceutical Care Challenges
Medications have become the most common therapeutic intervention in modern
healthcare (Evans et al., 1994) and represent a major form of treatment for elderly
individuals and others with chronic conditions. Although the elderly comprise 12
percent of the population, they account for 34 percent of total pharmaceutical
expenditures (Mueller et al., 1997). There are several significant challenges to
providing pharmaceutical care for older adults and people with chronic conditions.
Component Management
Perhaps the most important factor contributing to suboptimal use of medications in
the chronic care population is that—even in “integrated” healthcare systems—
medications are often managed separately from other elements of care, and drug
therapy is not coordinated across disease states or care settings. Some observers call
this “component management,” with a characteristic focus on just one piece of
healthcare at a time (Cohen and Naughton, 1995). Component management of drug
therapy, where selection of pharmaceuticals occurs without knowledge of the overall
effect on the patient, can result in compromised clinical outcomes and increased use
of medical services (Horn et al., 1998; Levy and Cox, 1999; Soumerai et al., 1991,
1994). This lack of coordination also increases the potential for drug interactions,
duplicate prescriptions, noncompliance, suboptimal prescribing, and over- and
under-treatment. Additionally, the financial incentives of the various sites or
providers often are not aligned. There is rarely an overarching goal that drives care
decisions.
Balancing Costs
The last few years have witnessed a significant increase in the number of
medications available and a rise in the relative proportion of medication costs
compared to total healthcare expenditures. This is clearly a concern to healthcare
providers and plans. There is some evidence, however, that the strategic
employment of newer pharmaceuticals can leverage overall treatment costs.
When they offer substantial therapeutic advantages over existing therapies, new
medications may reduce utilization and costs of other services, and reduce overall
costs associated with disability and labor (see for example Cystic Fibrosis
Foundation, 1993; Fagan et al., 1998; Legg et al., 1997a, b; Peters, 1993; Stocker, 1996).
8 The National Chronic Care Consortium and The National Pharmaceutical Council
The Changing Role of Pharmacy Services
Within the last decade we have seen an evolution in the organization of pharmacy
services within healthcare institutions. The number of stand-alone facilities has
diminished, as the number of larger multiorganizational systems and alliances has
increased. Many multiorganizational healthcare systems began as hospitals or
physician groups and grew through mergers and acquisitions of other local
healthcare facilities. Often, each new facility added to the system brought its own
management structures and procedures for selecting, ordering, distributing, and
evaluating pharmaceuticals. It was not uncommon for the pharmacy services
departments at each institution to operate relatively independently from one
another for years.
With the evolution in healthcare systems has come a change in the role of
pharmacists working in these systems. Traditionally, pharmacy was a hospital
ancillary service; pharmacists ordered and dispensed medications, managed a
formulary for a hospital or physician group, reinforced instructions to patients on
prescribed medications, and occasionally consulted or advised clinicians (Ogden et
al., 1997). Pharmacists, especially hospital pharmacists, have been advocating for a
greater clinical role in “a more integrated approach for drug distribution and
provision of services” (Pierpaoli et al., 1986). While the physician remains the
primary decisionmaker regarding therapy for individual patients, the advent of
complex healthcare systems has given rise to a greater role for pharmacists in the
management of pharmaceuticals.
Because current healthcare policy, regulation, and payment methods were designed
with short-term medical problems in mind, people with chronic diseases and
disabilities remain one of the most challenging groups served by healthcare
providers. These characteristics of chronic conditions need to drive the delivery of
pharmaceutical care.
Multidimensional
Most care delivery organizations are organized primarily to stabilize body chemistry
through pharmaceutical and medical technology. However, chronic illness also
includes functional, emotional, social, and environmental concerns. Effective care
requires attention to these nonmedical dimensions. Thus, selection of
pharmaceuticals for individual patients should take into account the effect on a
person’s function, attitude, and lifestyle. Pharmaceutical regimens should be
prescribed with an understanding of a person’s views about healthcare and with a
realistic expectation of adherence to the regimen.
Interpersonal
Chronic conditions often affect every aspect of a person’s life and identity. The
power of personal values, the influence of family and friends, and the importance of
community are strong factors in the health and function of each individual.
Healthcare providers and systems need to understand these influences and provide
support for family caregivers. Recognition by providers of language barriers and
cultural differences among patients, especially regarding attitudes and beliefs about
drug therapy, can make the difference between successful and unsuccessful
treatment.
Disabling
Medical concerns generally dominate care decisions, but from the patient’s
perspective the primary issue of chronic illness is retaining function. Accordingly,
treatment needs to be focused on preventing, delaying, or minimizing the
progression of disability. This requires an understanding of the natural evolution of
10 The National Chronic Care Consortium and The National Pharmaceutical Council
chronic conditions, the risk factors associated with next-phase
Chronic Care Facts disability progression, and those pharmaceutical and other
interventions which reduce the probability of future care
Individuals with chronic needs. Providers should assess treatment outcomes in terms of
conditions represent the highest- functional status as well as health status, and payment
cost, fastest-growing segment of systems should support both. Improved payment systems that
the population served by reward disability prevention encourage the use of
healthcare organizations. pharmaceuticals, which improve function. Such drugs,
especially those that improve mobility or cognitive ability, can
• In 1995, an estimated 99 slow disability progression and improve function and quality
million people in the United of life.
States had a chronic condition,
characterized by persistent
and recurring health problems Interdependent
lasting for an extended period The needs of chronic care patients are highly interrelated, yet
of time. financing and delivery of care often occurs through a plethora
• Though people with chronic of isolated contracts, regulations, providers, and staff. Often
conditions represent only 20 scant attention is given to how multiple but uncoordinated
percent to 30 percent of the interventions affect cost and care outcomes. Multiple diseases
entire population served by a are common in chronic care patients, and interrelationships
healthcare system, they incur among diseases often complicate care management. Optimal
more than 70 percent of the
costs. prescribing for these patients requires input from an
interdisciplinary team of caregivers. Contracts with provider
• Chronic conditions are the networks or alliances should include incentives that enable
leading cause of illness, practitioners who serve the same person to work together in
disability, and death in the achieving common cost and quality outcomes.
United States today, and are
responsible for 90 percent of
all morbidity and 80 percent Ongoing
of all deaths. Unfortunately, policymakers and payers focus primarily on
reducing costs care component by care component, as if
• Chronic conditions constitute
hospitals, home health agencies, nursing homes, and
70 percent of the nation’s
personal healthcare pharmacy services were unrelated businesses, with no sense
expenditures. of the cumulative effects of ongoing chronic care interventions
on cost and quality over time. Current training and
• In 1987 dollars, the average compensation for providers is often focused on responding to
annual per capita cost for a medical circumstance or crisis event, disregarding care needs
persons with one or more
chronic condition was $4,762. that extend over time. The ongoing nature of chronic
conditions must be acknowledged through a more
• In the next 25 years, the longitudinal perspective on the management, cost, and
number of Americans with evaluation of the pharmaceutical care provided to people with
chronic conditions will chronic conditions.
increase by approximately 35
million.
(Source: Chronic Care in America,
A 21st Century Challenge, Robert
Wood Johnson Foundation,
1996)
12 The National Chronic Care Consortium and The National Pharmaceutical Council
The Vision
Optimal care of the chronically ill in both public and private-pay programs requires
moving from reducing costs for defined programs to exploring incentives and
oversight functions that can enable the establishment of a new generation of care in
keeping with the nature of chronic illness. The NCCC and NPC’s vision for the
healthcare delivery system of the future is one where care is organized around the
multidimensional needs of the person, is focused on disability prevention, and
extends across time, place, and setting. For people with chronic conditions, the
coordination of services in this way is not a luxury but a necessity.
First is the organization of pharmacy services within and across care delivery sites,
which influences how pharmaceuticals are ordered, distributed, and evaluated. This
includes an infrastructure that allows the organization to track prescriptions and
treatment outcomes.
Second are the processes whereby medications are prescribed, used, monitored, and
determined to be effective for a given patient or group of patients. This includes a
feedback loop to prescribers and other care managers to monitor effectiveness and
evaluate the need for modification of the treatment.
9. Clients and their families are important partners in medication management. The
healthcare organization promotes this role through information, training and
education on self care, wellness, disease characteristics, and proper use of
medications.
14 The National Chronic Care Consortium and The National Pharmaceutical Council
10. The structure of pharmacy services and how they are organized within a
multiorganizational delivery system promotes cross-site communication and
decisionmaking on pharmaceutical care across the system.
11. Leadership and support from the highest management and governance levels of
the organization is necessary to ensure that the quality of pharmaceutical care is
high.
15. The system takes a long-range view when determining the cost effectiveness of
pharmaceuticals.
16. The healthcare system is aware of rules and regulations of public and private
purchasers related to pharmaceutical care and of limitations in the pharmacy
benefits of clients’ health insurers. The healthcare system works to minimize
adverse effects and maximize positive opportunities arising from these rules,
regulations, and benefit structures.
16 The National Chronic Care Consortium and The National Pharmaceutical Council
Clinical Management
The goal of integrated care management is that care provided in different settings at
different times and by different professionals to support common patient and
system goals. To achieve this, organizations need to establish seamless continuums
of care, including the full spectrum of primary, acute, and long-term care services. If
providers create and implement care plans that recognize the multidimensional
aspects of disease, patients moving between care settings will not experience
discontinuity. Practitioners will understand the risk factors associated with disease
and disability progression and will develop protocols that prevent, delay, or
minimize disability progression and the future need for high-cost services. Key
characteristics of an integrated approach to pharmaceutical care management
include
• Care plans that account for the multidimensional nature of clients served
• The organization educates staff on health beliefs and cultural norms of various
ethnic, culturally defined, and age groups, especially regarding beliefs about the
role of pharmaceuticals in maintaining or improving health status.
The need to measure outcomes of care is more urgent than ever. The ability to track
and coordinate pharmaceutical use as patients move across the system is a
necessary component of integrated care. This ability is also necessary if new
therapies and care approaches are to be appropriately evaluated and used to
achieve optimal care and cost savings. Unfortunately, most delivery organizations
have not yet linked their pharmacy data with patient-level information from other
services, such as hospital admissions, laboratory data, and office visits. The ability
of health plans to link this data is important for implementation of fully integrated
pharmaceutical care.
• The ability to integrate medical cost and utilization data with pharmacy data and
to track and report aggregate trends in outcomes over time and across settings
• The ability of all care providers and prescribers to access necessary medication
information
Full and immediate integration of information systems is not a realistic objective for
most organizations. It is a lengthy and expensive process, which should be
undertaken incrementally. A key step for integrating pharmaceutical care, however,
is the ability to link patient-level prescription data with utilization data for other
services. The cost of making this link may not be as high as implementing a fully
computerized patient record.
18 The National Chronic Care Consortium and The National Pharmaceutical Council
Financing
Services for people with chronic conditions are financed by multiple public and
private sources, each using a different approach to program administration.
Unfortunately, the current financing and administration of government-sponsored
programs often have the unintended effect of locking in place a fragmented,
institution-based, cure-oriented approach to care. Medicare, Medicaid, and many
other programs frequently provide disincentives for third-party payers and
providers to take a holistic, longitudinal approach to chronic care. Even within
managed care programs, costs and quality of care are often managed through a
series of cost or discount-based subcontracts with providers—reducing the potential
for shared incentives or common goals across sites of care. Proper management of
chronic conditions will require a shift in the focus of financing and an alignment of
incentives to achieve benefits that are cost-effective to purchasers of care.
• The design of the pharmacy benefit would seek to minimize adverse clinical
effects and maximize positive opportunities arising from rules or limitations of
the benefit.
20 The National Chronic Care Consortium and The National Pharmaceutical Council
Case Studies
This paper presents concepts and issues in true delivery system integration. But
putting these concepts into practice in the real world can be challenging. Hearing
about other organizations’ experiences regarding barriers and processes for
improvement can be useful for organizations wishing to implement their own
programs. Below are descriptions of current programs that are representative of
best practice prototypes. Common themes in these examples include development
of systems approaches to reduce unnecessary drug use and adverse effects;
management of pharmaceutical care by interdisciplinary teams; strategic use of
pharmacists; coordination of information; development of computerized decision-
support systems; and implementation of an information-based technique for
improving the quality of pharmaceutical care.
LDS Hospital evaluated the effects of this integrated care program seven years after
implementation and found that adverse drug events associated with antibiotics
were reduced by 30 percent and mortality declined. In addition, expenditures for
Evidence-Based Prescribing
Challenged by the growth in the size and complexity of healthcare delivery systems
and the increase in pharmaceutical costs, organizations have worked to optimize
the value of pharmaceutical therapy. HealthNet, a 1.4 million member California
HMO, established a data-intensive, computerized decision support system that
allowed providers to practice evidence-based prescribing, often using state-of-the-
art medications. Using company-wide patient care data, HealthNet analyzed and
provided feedback to its medical groups on treatment patterns in 13 disease groups
accounting for 50 percent of drug use. This information enabled HealthNet to
realize overall cost savings and quality improvement, often through the use of more
costly medications (Cunningham, 1997).
A Population-Based Approach
One large-scale intervention that integrated computers, pharmacists, and physicians
was shown to be promising for improving prescribing patterns and supporting a
population-based approach to geriatric care. Focusing on an ambulatory elderly
population, an independent medical advisory board consisting of geriatric
specialists in pharmacy, medicine, and nursing adopted the “gold standard” Beers
criteria for seniors to identify drugs or drug combinations that are inappropriate for
the elderly. These included long-acting sleeping and anti-anxiety agents, short-
acting barbiturates, anticholinergic antidepressants, certain narcotic analgesics,
prescriptions exceeding maximal dosages for the elderly, nonsteroidal anti-
inflammatory drugs for patients with ulcers, and beta-blockers for patients with
chronic obstructive pulmonary disease. Using the online database, provider
prescribing patterns were evaluated for a total of 23,269 older patients receiving
prescription drugs from a large pharmacy benefits manager during a 12-month
timeframe. Potentially inappropriate drug use was identified. Computer alerts
triggered telephone calls to the physicians by pharmacists with training in
geriatrics. During these calls, the pharmacists provided information on the
principles of geriatric pharmacology and on quality of care, based on best practices.
The telepharmacy intervention yielded a contact rate with physicians of 56 percent.
About one quarter of all alerts were accepted by physicians—with a range of 40
percent for one type of drug to two percent for another. (Monane et al., 1998)
22 The National Chronic Care Consortium and The National Pharmaceutical Council
organizationcontinued to operate largely independently of each other, including in
the provision of pharmaceutical care.
In 1991, the system’s management was restructured to bring the hospital services
together in one division and the non-hospital services in another division, known as
Continuum Services. In 1995, the many outpatient and retail pharmacies owned
and operated by Fairview participated in a systemwide Medication Management
Task Force to increase quality and control costs by integrating medication
management from the time a decision was made to use a drug to the time it was
administered. In 1997, Fairview began to critically review several key functions,
including how they organized pharmacy services across the system and how they
delivered pharmaceutical care. They established a “functional integration team” of
professionals across the system; this team’s recommendations resulted in a more
centralized management structure and changes to certain aspects of ordering,
distributing, and monitoring medication use. A major focus was to bring the
patient, physician, and pharmacist together to better manage pharmaceutical care
(NCCC Member Information).
24 The National Chronic Care Consortium and The National Pharmaceutical Council
Taking Action
Integrated pharmaceutical care is not going to happen immediately. Change,
particularly systems reform, is an ongoing process. The following tasks may be
helpful in transforming pharmaceutical care to be more commensurate with
problems of chronic disease and disability.
4. Select initiatives.
Select one or two initiatives that have broad support and defined, measurable
goals. Initiatives may be focused on building the organization’s infrastructure
(e.g., improving cross-site transfer of pharmacy data over several settings in real
time) or on delivering pharmaceutical care more effectively (e.g., for a defined
frail older adult client base, building interdisciplinary teams of care providers
that include a pharmacist trained in working with older adults).
7. Communicate results.
Make sure your organization communicates the results of your efforts across the
organization. For long-term efforts, communicate interim findings.
The toolbox provides a framework and lays out a suggested process for conducting a
self-assessment. The centerpiece of this toolbox is the Criteria and Measures for Integrated
Pharmaceutical Care. Working with a group of physicians, pharmacists, and
administrators, the NCCC and the NPC developed these criteria and measures to define
targets for healthcare organizations to use in moving toward a more integrated approach
to providing pharmaceutical care.
For more information about this toolbox, call the NCCC at (612) 858-8999.
26 The National Chronic Care Consortium and The National Pharmaceutical Council
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28 The National Chronic Care Consortium and The National Pharmaceutical Council
Acknowledgements
The NCCC and NPC acknowledge the contributions of Jean Polatsek who reviewed this
document and the staffs of the NCCC and NPC who provided support for its publication.
Authors
Richard J. Bringewatt is President and CEO of the National Chronic Care Consortium
(NCCC). Mr. Bringewatt developed the “chronic care network” strategy that is central to the
NCCC’s work and assumed the lead role in developing the NCCC. During his 29-year career,
Mr. Bringewatt has developed and managed numerous healthcare programs including
establishing a multidisciplinary clinic, a senior HMO, and a variety of other primary, acute,
and long-term care programs for the chronically ill. He has also provided leadership in
health systems policy development at the county, state, and federal levels. A national expert
on chronic care, Mr. Bringewatt has provided testimony on Medicare reform before the
United States House Ways and Means Committee and has consulted with many of the
nation’s leading demonstrations in chronic care.
Richard Levy, Ph.D., is Vice President of Scientific Affairs for the National Pharmaceutical
Council (NPC) and is responsible for research planning, development, and coordination. His
current research interests center on issues related to achieving optimal value of medications.
Specific research areas include the role of pharmaceuticals in organized healthcare systems,
issues in geriatric pharmacotherapy, patient noncompliance with medications, and clinical
and economic aspects of pharmaceutical benefits programs. Dr. Levy has spent more than 30
years teaching, writing, and conducting research in universities and private industry and is
the author of more than 70 publications in pharmacology and health services research.
Deborah Paone serves as the National Chronic Care Consortium's Senior Research Associate,
providing leadership in developing practice-based products and resources on systems
integration across the full continuum of primary, acute, and long-term care settings/services.
Ms. Paone serves as consultant to the State of Minnesota on their dually eligible
demonstration (Minnesota Senior Health Options). She also works with member committees
on operational and strategic issues in coordinating care across settings and over time.
National National
Chronic Care Pharmaceutical
Consortium Council
National Chronic Care Consortium National Pharmaceutical Council
8100 26th Avenue South 1894 Preston White Drive
Suite 120 Reston, VA 20191-5433
Bloomington, MN 55425 (703) 620-6390
(612) 858-8999 Fax: (703) 476-0904
Fax: (612) 858-8982 www.npcnow.org.
www.nccconline.org